六西格玛方法及其在socket制程不良解决中的应用
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摘要
在我国加入WTO成员之后,国内企业面临日益加剧的来自跨国公司的竞争,很大程度上是产品品质的竞争。目前欧美公司的产品品质平均水平已接近5σ的程度,日本企业则已逐渐被广大企业界认同为是依靠质量取得效益的成功典范。中国企业要在日益激烈的国际竞争中快速成长壮大,需要尽快开展6σ的学习和实施,以在战略改进﹑业务变革和解决问题上有行之有效的指导方法。
本文主要研究内容和创新如下:
1、系统地对6σ管理的理论基础进行了较深入的探讨,包括6σ的含义﹑6σ管理的系统框架﹑核心的方法和程序以及关键技术和工具。同时,还论述了6σ管理与其他质量管理理论的区别和联系。对企业正确认识和理解6σ管理起到了较好的引导作用;
2、运用研究的理论,根据所就职的富顶精密组件有限公司(简称富顶公司)的组织机构设置﹑职责分工等实际情况,结合公司现行的管理制度和工作流程,对6σ关键技术进行了开发应用,为企业在如何开展和实施管理活动方面起到了一定的指导和推动作用;
3、运用研究理论﹑制定的程序和实施步骤以及开发的技术方法,在公司内组织开展6σ项目。论文列举了一个改进项目实例。通过项目所取得的效果,验证了6σ方法在解决制程问题中的有效性。也对其他企业在开展和实施6σ管理活动中具有一定的参考作用和借鉴价值;
4、通过理论的研究和实际项目的实施,作者总结出了在实际开展和实施6σ管理活动中易出现的误解﹑主要影响因素以及建议的一些对应策略和措施。最后,作者对于有关实施成本及如何理性地看待6σ提出自己的一些思考和看法。
Our country has been the member of WTO for years. The corporations have been faced with the stinging competition coming from the Multi-National Corporations. At the present time, the average capability of the corporation in Europe and USA has approached 5 sigma, and it has over 5.5 sigma in Japan. But the average capability in our country has lower than 3 sigma. Now, the management of six-sigma has been thinking as the effective way to acquire benefits depend on quality in most corporations. It has developed and become the best practice way in improvement of strategy, transformation of operation and solving problems. If the Chinese corporations want become greater, they should learn the management of six sigma and bring it into effect at once.
It is as follows which the central content and major innovation of this dissertation.
1. It dissertated the theory of six sigma systematically, including the meanings, system frame, key technique and tools. Then it expatiated the difference and contact between six sigma and other quality management theories. Those could lead the corporations to catch the pitch of management of six sigma.
2. The theory has been applied in Fu Ding precision component Co. Ltd. It based on the fact of Fu Ding precision component Co. Ltd (for short :Fu Ding), such as organization, function of department and so on. At the same time, it has established the organization of six sigma in Fu Ding, confirmed the procedure and implemented process of project , developed the key techniques and tools of six sigma based on the management system and work experience of Fu Ding. All those could guide and promote the corporation bring the management of six sigma into effect.
3. It has carried the six sigma project into execution under the leading of the theory studied, procedure and implement process of project confirmed and the key techniques and tools developed. The dissertation delivered one project: about how to improve the yield rate of socket. The effect obtained by this project proved the correctness of programming and organizing about six sigma in Fu Ding. They not only assured Fu Ding can expansion the six sigma in right way, but also provided the reference to other similar corporations in carry on the management of six sigma.
4. With the theory studied and the actual projects carried, the author summed up the misconstrue, factors affecting the corporation to implement six sigma. Then list the strategies to carry the management of six sigma. At last, it brings forward the opinion about how to look on the six sigma sensibly and the work of next stage.
本文主要研究内容和创新如下:
1、系统地对6σ管理的理论基础进行了较深入的探讨,包括6σ的含义﹑6σ管理的系统框架﹑核心的方法和程序以及关键技术和工具。同时,还论述了6σ管理与其他质量管理理论的区别和联系。对企业正确认识和理解6σ管理起到了较好的引导作用;
2、运用研究的理论,根据所就职的富顶精密组件有限公司(简称富顶公司)的组织机构设置﹑职责分工等实际情况,结合公司现行的管理制度和工作流程,对6σ关键技术进行了开发应用,为企业在如何开展和实施管理活动方面起到了一定的指导和推动作用;
3、运用研究理论﹑制定的程序和实施步骤以及开发的技术方法,在公司内组织开展6σ项目。论文列举了一个改进项目实例。通过项目所取得的效果,验证了6σ方法在解决制程问题中的有效性。也对其他企业在开展和实施6σ管理活动中具有一定的参考作用和借鉴价值;
4、通过理论的研究和实际项目的实施,作者总结出了在实际开展和实施6σ管理活动中易出现的误解﹑主要影响因素以及建议的一些对应策略和措施。最后,作者对于有关实施成本及如何理性地看待6σ提出自己的一些思考和看法。
Our country has been the member of WTO for years. The corporations have been faced with the stinging competition coming from the Multi-National Corporations. At the present time, the average capability of the corporation in Europe and USA has approached 5 sigma, and it has over 5.5 sigma in Japan. But the average capability in our country has lower than 3 sigma. Now, the management of six-sigma has been thinking as the effective way to acquire benefits depend on quality in most corporations. It has developed and become the best practice way in improvement of strategy, transformation of operation and solving problems. If the Chinese corporations want become greater, they should learn the management of six sigma and bring it into effect at once.
It is as follows which the central content and major innovation of this dissertation.
1. It dissertated the theory of six sigma systematically, including the meanings, system frame, key technique and tools. Then it expatiated the difference and contact between six sigma and other quality management theories. Those could lead the corporations to catch the pitch of management of six sigma.
2. The theory has been applied in Fu Ding precision component Co. Ltd. It based on the fact of Fu Ding precision component Co. Ltd (for short :Fu Ding), such as organization, function of department and so on. At the same time, it has established the organization of six sigma in Fu Ding, confirmed the procedure and implemented process of project , developed the key techniques and tools of six sigma based on the management system and work experience of Fu Ding. All those could guide and promote the corporation bring the management of six sigma into effect.
3. It has carried the six sigma project into execution under the leading of the theory studied, procedure and implement process of project confirmed and the key techniques and tools developed. The dissertation delivered one project: about how to improve the yield rate of socket. The effect obtained by this project proved the correctness of programming and organizing about six sigma in Fu Ding. They not only assured Fu Ding can expansion the six sigma in right way, but also provided the reference to other similar corporations in carry on the management of six sigma.
4. With the theory studied and the actual projects carried, the author summed up the misconstrue, factors affecting the corporation to implement six sigma. Then list the strategies to carry the management of six sigma. At last, it brings forward the opinion about how to look on the six sigma sensibly and the work of next stage.
引文
[1]吴炎太,杨华峰《6σ管理对质量成本理论的挑战》 中国质量 2005.3
[2]王金德,《质量经济管理的原则、方法和应用》 国际先进质量管理技术与方法 2004.12
[3]ISO/TR10014《质量经济性管理指南》
[4]潘德,《六西格玛是什么》 中国财政经济出版社 2004.5
[5]唐晓芬、邓绩、王金德,《6 SIGMA 管理》 中国标准出版社 2004.1
[6]Mikel Harryzhu ,《Six Sigma:The Breakthrough Strategy》 Random House INC出版社 2000.12
[7]王金德,《6 SIGMA 管理的设计和实施》 上海质量 2004.8
[8]韩俊仙,《6σ设计及其实施战略》 世界标准化及质量管理 2005.3
[9]时东艳、陈龙生,《精益生产和 6σ管理》世界标准化及质量管理 2004.10
[10]刘鑫平,《企业文化:从管理走向经济学》 企业文化与管理 2005.1
[11]赵凯,《国企改革中的文化建设企业文化与管理》 企业文化与管理 2005.2
[12]胡佳,《构筑企业核心竞争力的动态战略》 管理科学文摘 2001.12
[13]王彩华、迟福峰,《团队业绩评价方法》 管理科学 2004.10
[14]丁荣贵,《如何组建高校的项目团队》 中外管理 2004.12
[15]刘光,《质量管理学》 国际先进质量管理技术与方法 2004.8
[16]ISO9001-200 《质量管理体系要求》
[17]GJB9001A-2001 《质量管理体系要求》
[18]GJBZ9004A-2001 《质量管理体系 业绩改进指南》
[19]稽国光、赵倩倩,《质量管理体系内部审核》 国防工业出版社 2004.3
[20]杨志坚、张伯坚,《质量管理与质量保证体系认证指南》 国防工业出版社 2004.1
[21]蒋鸿章,《IS09000 质量管理和质量保证体系国际标准应用指南》 国防工业出版社 2003.6
[22]王方华, 《现代企业管理》 复旦大学出版社 2003.6
[23]杨洪兰等, 《现代组织学》 复旦大学出版社 1999.12
[24]龚国华、龚益鸣,《生产与运营管理—制造业和服务业》 复旦大学出版社 2000.1
[25]颜光华,《实用经济控制论》 立信会计出版社 2002.3
[26]美 小哈里·菲吉,姜云龙 译《降低成本指南》上海人民出版社 2002.3
[27]邱菀华、沈键明、杨爱华,《现代项目管理导论》机械工业出版社 2002.8
[28]张三力,《项目后评审》 清华大学出版社 2001.10
[29]朴玉顺、陈禹,《管理信息系统》 山西经济出版社 1999.10
[30]黄梯云,《管理信息系统导论》 中国人民大学出版社 2000.12
[31]陈佳贵,《企业再造:重组企业的业务流程》 广东经济出版社 2000.12
[2]王金德,《质量经济管理的原则、方法和应用》 国际先进质量管理技术与方法 2004.12
[3]ISO/TR10014《质量经济性管理指南》
[4]潘德,《六西格玛是什么》 中国财政经济出版社 2004.5
[5]唐晓芬、邓绩、王金德,《6 SIGMA 管理》 中国标准出版社 2004.1
[6]Mikel Harryzhu ,《Six Sigma:The Breakthrough Strategy》 Random House INC出版社 2000.12
[7]王金德,《6 SIGMA 管理的设计和实施》 上海质量 2004.8
[8]韩俊仙,《6σ设计及其实施战略》 世界标准化及质量管理 2005.3
[9]时东艳、陈龙生,《精益生产和 6σ管理》世界标准化及质量管理 2004.10
[10]刘鑫平,《企业文化:从管理走向经济学》 企业文化与管理 2005.1
[11]赵凯,《国企改革中的文化建设企业文化与管理》 企业文化与管理 2005.2
[12]胡佳,《构筑企业核心竞争力的动态战略》 管理科学文摘 2001.12
[13]王彩华、迟福峰,《团队业绩评价方法》 管理科学 2004.10
[14]丁荣贵,《如何组建高校的项目团队》 中外管理 2004.12
[15]刘光,《质量管理学》 国际先进质量管理技术与方法 2004.8
[16]ISO9001-200 《质量管理体系要求》
[17]GJB9001A-2001 《质量管理体系要求》
[18]GJBZ9004A-2001 《质量管理体系 业绩改进指南》
[19]稽国光、赵倩倩,《质量管理体系内部审核》 国防工业出版社 2004.3
[20]杨志坚、张伯坚,《质量管理与质量保证体系认证指南》 国防工业出版社 2004.1
[21]蒋鸿章,《IS09000 质量管理和质量保证体系国际标准应用指南》 国防工业出版社 2003.6
[22]王方华, 《现代企业管理》 复旦大学出版社 2003.6
[23]杨洪兰等, 《现代组织学》 复旦大学出版社 1999.12
[24]龚国华、龚益鸣,《生产与运营管理—制造业和服务业》 复旦大学出版社 2000.1
[25]颜光华,《实用经济控制论》 立信会计出版社 2002.3
[26]美 小哈里·菲吉,姜云龙 译《降低成本指南》上海人民出版社 2002.3
[27]邱菀华、沈键明、杨爱华,《现代项目管理导论》机械工业出版社 2002.8
[28]张三力,《项目后评审》 清华大学出版社 2001.10
[29]朴玉顺、陈禹,《管理信息系统》 山西经济出版社 1999.10
[30]黄梯云,《管理信息系统导论》 中国人民大学出版社 2000.12
[31]陈佳贵,《企业再造:重组企业的业务流程》 广东经济出版社 2000.12
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